There are few things more polarizing in an organization than target setting.
I don’t mean that leaders are divided on the merits of objectives, though they often are. I mean that the whole subject of targets is what separates leaders from their teams.
There’s a theme in leadership literature that says “if you aim for something a certain way, you’ll achieve it”. I’d put that another way: “What you aim for reveals the kind of Leader you are…”
Nobody doubts that knowing where you are going helps you get where you want to go. There is a lot of evidence though, that those who set goals and those who do the work are often not headed for the same objectives. They don’t even agree what the target is.
Any leader who thinks their team will be automatically joyful at any new objectives they set shouldn’t be a leader. Any leader who doesn’t try to get acceptance by their team of those objectives won’t succeed.
The difference between a Leader’s perception of a target and the rest of the team’s perception defines their leadership style.
Target setting and prioritizing define the leader more than any other responsibility. They are a vital part of organizational Culture, not a random attachment.
That’s why we prefer to call them Standards, not just Targets. Standards implies uniformity. Uniformity of action may or may not be a good thing. Uniformity of objectives, and priorities is universally good for achieving success.
Standards are Adopted – Targets are Set. Standards are consistent over time, Targets change. Standards remain when Targets are long forgotten.
It’s this uniformity across an organization that is so critical, regardless of what you are trying to achieve. Creating that uniformity of purpose – (Adopting Standards) is the 3rd big decision of any leader seeking success.
The enemy of your Target is not a different target, it’s confusion about what the target is. When teams are confused about where they’re headed, they stop solving difficult Problems.
Target setting isn’t a Mathematical problem – say, whether we go for 1% growth or 3%, it’s Psychological.
How your target is perceived by those who have to do the work to achieve it matters far more than the number itself. So the leadership question is: how do I get positive buy in? That’s more a question for the marketer in you than the accountant.
“What you aim for reveals the kind of Leader you are…”
There are 3 basic principles that help convert Targets to Standards:
1. Simplicity
Fewer targets are always better. Normal people can’t handle more than 5 or 6 separate targets. One clear business objective is really helpful. Organizations with long lists of targets, strategies or Key Performance Indicators often succeed at none of them. Complex Plans are ok for engineers to build aircraft from, but not for groups of humans to get alignment.
2. Consistency.
Set long term targets and stick to them. Remember – this is about psychology not mathematics – changing targets is easy but changing minds is difficult. This is why a good Strategic Plan is really important – it connects the smaller, shorter term objectives together into a simpler long term goal.
Frequent changes are fatal. Changing leaders can be a real two-edged sword, as often new leaders feel they have to set totally new objectives and priorities, which in turn have to be ingrained into people.
3. Priorities
Targets without priorities are confusing when difficult choices have to be made. Quality or cost? Market share or profit? An empowering leader sets clear priorities, a power seeking leader does not. A good leader sticks by the priorities they set. Poor leaders don’t. Clear Targets with Priorities can become Standards.
The reason Targets have to be Simple, Consistent and Prioritized isn’t because people are stupid but because they’re smart. In the real world targets you set are often a threat to them.
Any excuse you can provide to avoid them will be gratefully accepted, usually by the subconscious brain, regardless of what people say outwardly. Confusion of purpose creates excuses for not taking Action.
I hear the phrase often from leaders “..it’s all about culture, about trust..”. If you agree with that, then what do the targets and priorities you set say about the culture you’re creating? Are they consistent?
A leaders job – your job – is to make sure your team adopts Simple, Consistent, Prioritized Standards. You have to make Standards a core working part of the culture you build.
It is your job even if others in your organization don’t do it. Inside a large organization, as a leader you may have to be a filter, a translator, sometimes even a defender of your team’s Standards against confusion that may come from others, or sometimes even your own boss.
Careful and constant attention to them will bring you success, it will help your team Solve Problems.
More next week…